Issue - meetings

The Board had before it a report by Kevin Toshney (Planning and Development Manager, ACH&SCP) which brought to the IJB’s attention, the Partnership’s Risk Register comprising of the current Strategic and Operational Risk Registers.

The report recommended:-

that the Board –

(a)       Note the recommendations agreed by the Audit and Performance Systems Committee with respect to the Corporate Risk Register;

(b)       Endorse the Corporate Risk Register; and

(c)       Agree that following appropriate scrutiny by the Audit and Performance Systems Committee of the Corporate Risk Register, the Strategic Risk Register would be presented to the IJB for further discussion and approval.

Kevin Toshney spoke to the report and advised that the Corporate Risk Register consisted of the Strategic Risk Register (SRR) and the Operational Risk Register (ORR) and they had been developed to align with the Board’s risk management framework. He explained that the SRR was owned by the Chief Officer and would be further developed by the Chief Officer’s Executive Group and submitted to the Audit and Performance Systems Committee for scrutiny. Whereas the ORR was owned by the Head of Operations and would be updated by the Senior Operational Management Team. Mr Toshney highlighted that the two registers had been formatted differently as the SRR had been developed in consultation with the Good Governance Institute and the ORR had been structured to align with the DATIX recording system. He added that the Corporate Risk Register had been submitted to the Audit and Performance Systems Committee on 31 May 2016 and had been endorsed with recognition that both registers were in their initial iterations and as live documents they would be revised on a regular basis.    

Thereafter there were questions on the formatting of the two registers, with particular reference to the ORR’s risk matrix and how the Board could determine if the level of risk had increased, decreased or remained unchanged since the previous meeting; and the role of staff in populating the registers, with a particular focus on the process for escalating and de-escalating risks between individual service risk registers and the Corporate Risk Register. Members also highlighted that the Protection of People section in the ORR needed to be further developed and there was discussion on the user friendliness of the Corporate Risk Register.

The Board resolved:-

(i)           to note the recommendations agreed by the Audit and Performance Systems Committee with respect to the Corporate Risk Register;

(ii)          to request that the Corporate Operational Risk Register be amended to include an additional column that would outline if individual risks had increased, decreased or remained unchanged since the previous meeting;

(iii)         to note the Corporate Risk Register; and

(iv)         to agree that following appropriate scrutiny by the Audit and Performance Systems Committee of the Corporate Risk Register, the Strategic Risk Register would be presented to the IJB for further discussion and approval.